Doing good, doing harm, being well and burning out: The interactions of perceived prosocial and antisocial impact in service work

By Adam M. Grant, E. Campbell. 2007

156 citations recorded by the source corpus.

Subfields: Cognitive Neuroscience, Information Systems and Management, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/78b11d7d0a6a91f26af086c4ca1b8daa671a7f59

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Cognitive Neuroscience

In Information Systems and Management

In Organizational Behavior and Human Resource Management

Citations in the corpus

Mediating Role of Prosocial Motivation in Predicting Social Entrepreneurial Intentions (2020, background): “Prosocial motivation involves a dedication on the aim of protecting and working towards the welfare of other people (Grant and Campbell 2007).”
Recovery at Work: Understanding the Restorative Side of “Depleting” Client Interactions (2012, background): “In particular, engaging in a task that has an intended or perceived benefit for the client will heighten a caregiver’s perceived prosocial impact (Grant, 2007; Grant & Campbell, 2007).”
On the bright and dark side of public service motivation: the relationship between PSM and employee wellbeing (2015, background): “Unfortunately, employees in public organizations that are characterized by role ambiguity, high work pressure and emotional demands seem particularly prone to low wellbeing (Maslach et al., 2001; Grant and Campbell, 2007).”
The Bright Side of Being Prosocial at Work, and the Dark Side, Too: A Review and Agenda for Research on Other-Oriented Motives, Behavior, and Impact in Organizations (2016, background): “Studies suggest that prosocial impact buffers against emotional exhaustion that otherwise arises from harming others (Grant & Campbell, 2007) and holding negative task and self-evaluations (Grant & Sonnentag, 2010).”
Positive organizational psychology, behavior, and scholarship: A review of the emerging literature and evidence base (2010, background): “Well-being at work refers to ‘the quality of subjective experience at work’ (Grant & Campbell, 2007, p. 668).”
Prosocial Values and Performance Management Theory: Linking Perceived Social Impact and Performance Information Use (2012, background): “In particular, Grant et al. (2007) has argued for the power that perceived social impact of work has in motivating employees toward better performance.”
Venturing for Others with Heart and Head: How Compassion Encourages Social Entrepreneurship (2012, background): “…motivated individuals may perceive acting to improve others' lives (e.g., by reducing their suffering) as more congruent with their core values, and, thus, they may commit to having a positive impact because acting on those values reinforces a key identity for them (Grant & Campbell, 2007).”
Explaining the Paradox: How Pro-Environmental Behaviour can both Thwart and Foster Well-Being (2013, unknown): “Well-being thus, amongst others, depends on perceiving one‘s actions as doing good instead of doing harm [69].”
A Tale of Three Perspectives (2009, unknown): “Furthermore, two articles recommend its future use (Grant & Campbell, 2007; Sendjaya, Sarros, & Santora, 2008).”
Doing good buffers against feeling bad: Prosocial impact compensates for negative task and self-evaluations (2010, background): “…emotions such as empathic joy (Batson, 1990) and happiness (Dunn et al., 2008), which help to counteract the effects of negative feelings (Fredrickson, Mancuso, Branigan, & Tugade, 2000) and provide a justification for stressful experiences (Grant & Campbell, 2007; Molinsky & Margolis, 2005).”